Executive Manager People and Culture

Executive Manager

People and Culture

INFORMATION PACKAGE

2

Executive Manager People and Culture

Contents

Background on Wingecarribee LGA and Council’s organisation p 3

Organisation Chart p 6

Position Description and Person Specification p 7

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Background Information

THE REGION AND ORGANISATION

Rarely does an opportunity arise to work with a new General Manager and a newly

appointed Executive Team to rebuild an organisation and restore its connection to its

community.

The role of Executive Manager People and Culture at Wingecarribee Shire Council provides

such an opportunity – to work with a highly respected, newly appointed General Manager

and with newly appointed Directors to re-establish the Council as an innovative, responsive

and community focused organisation, to deliver innovative and inspiring leadership and to

support the organisation becoming an employer of choice.

Wingecarribee Shire is located 75 kilometres from the south-western fringe of Sydney and

110 kilometres from Sydney’s central business district. The Shire has a total area of

approximately 2,700 square kilometres, 56 per cent of which is north of the Wingecarribee

River.

It is comparable in size to that of urban Sydney, averaging 55 kilometres from east to west

and 45 kilometres from north

to south, with its geographic

centre north-west of Berrima

and its demographic centre

to the south-east of Bowral.

Much of the Shire is located

at or above 640 metres

above sea level.

The Wollondilly and

Wingecarribee Rivers flow

through the west of the Shire,

through deep sandstone

valleys and much of this area

forms part of the catchment

for Warragamba Dam. The

South of the Shire is bounded

by Uringalla Creek and

includes the villages of

Bundanoon, Wingello and

Penrose. This area is a

sandstone plateau dissected

by deep gorges.

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This Shire is an important catchment area for water supply to Sydney, Wollongong and the

Northern Shoalhaven.

The main towns are:

• Bowral

• Moss Vale

• Mittagong

• Bundanoon

As well, there are smaller villages

including Hill Top, Yerrinbool, Colo Vale,

Robertson, Berrima, New Berrima, Exeter,

Burrawang, Penrose, Willow Vale, Alpine,

Balaclava, Renwick, Wingello, Sutton

Forest, Avoca, Fitzroy Falls and Balmoral

Village.

The pattern of development is one of small towns and villages, separated by a semi-rural

landscape. Eastern parts of the Shire, known as the ‘Yarrawa Brush’ by early settlers, are

bounded by the Illawarra Escarpment and Morton National Park.

The north of the Shire is characterised by rugged Eucalypt bushland. This area forms part of

the catchment for Sydney's water supply and three major storage dams (Avon, Nepean

and Cordeaux).

The current Wingecarribee Shire Council

came into being on 1 January 1981 following

the amalgamation of Mittagong Shire

Council, Bowral Municipal Council and the

former Wingecarribee Shire Council. Moss

Vale was chosen as headquarters, mainly

because it had the most appropriate Civic

building to house the larger council.

The name of Wingecarribee was retained

principally because the Wingecarribee River

was the one significant geographical feature

common to all three areas.

Wingecarribee is said to mean “a flight of birds”, or “waters to rest beside”. The Oxley family

spelt it Wingecarribbee and Macquarie recorded it in 1816 as Winge Karribee. The current

spelling was adopted by Surveyor Mitchell in 1838.

Although Council has faced significant challenges over the last few years, a new General

Manager and newly appointed Executive Team, a commitment to strong ethical

leadership and a focus on Council’s customers and the community are driving significant

change. Council is now seeking to appoint an Executive Manager People and Culture

who will facilitate an innovative and agile workforce and build a healthy and positive

workplace culture, ensuring an engaged and skilled workforce where people are

encouraged to be accountable, find solutions and share ideas.

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Please link to the Council website to learn more about Wingecarribee Shire Council, Local

Government Area and the organisation:

www.wsc.nsw.gov.au

http://www.wsc.nsw.gov.au/

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Organisation Chart

General Manager

Executive Manager

Strategic Outcomes Executive Manager

People + Culture

Director Corporate Strategy +

Resourcing Director Communities + Place

Director Service + Project

Delivery

Role: about how decisions are made

+ ensure systems + resources are

aligned to strategy

Outcomes:

• Organisation is resourced to

deliver on strategic

outcomes

• Good governance + best

value in the procurement

• Legislative compliance

• Service and project delivery

supported to perform

Functions:

• Communications + media

• Corporate strategy +

performance

• Customer services

• Finance, procurement + fleet

• Governance: risk

management, insurance

• Information technology +

communications

• Internal audit + legal

• Records

Future + now

Role: about the look and feel of

WSC + working with the

community

Outcome/s:

• Building capacity +

enabling our

community

• Focus on engagement

+ partnerships

• Education, awareness +

compliance

Functions:

• Community

development

• Community

engagement

• Compliance +

regulation

• Environment +

sustainability

• Health + building

• Place management

• Statutory planning

(DA’s)

Now

Role: about delivery of

services + projects to the

community

Outcome/s:

• Services meet

community needs +

expectations

• Best value in delivery

• Innovation + best

practice is applied to

service delivery

Functions:

• Animal shelter

• Assets

• Community recycling

centre

• Direct services to the

community including:

libraries, children's

services, visitor centre

• Infrastructure +

Services

• Project delivery

• Saleyards

• Waste

• Water + sewer

Now

Role: to take a strategic view to planning

for the future + delivery of complex

projects

Outcome/s:

• planning for the future is well

managed + integrated with

stakeholder input

• complex projects apply a systems lens

Functions: strategic land use planning;

economic development; integrated

transport planning; sustainability; social

planning; IP&R

Future + now

Role: Foster a healthy + productive

workplace

Outcome/s:

• Engaged + skilled workforce

• Innovative + agile workplace

• Healthy + positive workplace culture

Functions: Internal communication, WHS +

wellbeing; human resource functions

(attraction / retention; learning +

development; industrial relations etc.)

Future + now

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Position Description – Executive Manager People and Culture

The Opportunity

This role focusses on fostering a healthy and productive workplace and taking a proactive approach in

defining and embedding the values throughout the organization. This includes developing and leading

strategies to provide an environment that is focused on enabling the Executive to make informed decisions

based on robust data and creating a workplace that engages its people to fully realize their talent.

The People and Culture Department has a focus on delivering outcomes around:

▪ Engaged and skilled workforce

▪ Innovative and agile workplace

▪ Healthy and positive workplace culture

Key functions in this area include:

• Cultural Change

• Employee experience

• Employment Services

• HR Management

• Internal communication *

• Learning and Development

• Organisational Development

• Payroll *

• WHS and Workers Compensation *

• Workforce Management

* There may be some changes to the functions following further consultation post appointment

Key objectives:

1. To work collaboratively with the Executive, Managers, Coordinators and staff in embed the values

and practices that support a healthy and productive workplace climate ensuring alignment with the

organisational direction and culture.

2. To lead cultural change initiatives including developing and embedding the organisational values

and behaviours across the organisation to deliver outcomes for the benefit of Council and the

community.

3. To use data and metrics to inform decision making and strategic advice to the General Manager and

Directors.

Branch People and Culture Position Grade TBC

Division General Managers Unit Position Status Full-time Permanent

Reports To General Manager Standard Hours Per Week 35

Direct Reports TBC – 3 Position Delegations Yes

Indirect Reports 15 Position Budget Responsibility Yes

Position Number Award Local Government

(State) Award

Date PD Authorised 30 July 2021 Award Band Grade 20 Level 4

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4. To develop and lead the People and Culture Department of Council within the context of the

Community Strategic Plan, Operational Plan, Delivery Program and all supporting strategies and plans

to meet the diverse needs of the community.

5. To lead and manage the following portfolios, developing Council as a key authority and best practice

organisation in these portfolios:

• Learning and Development

• Organisational Development

• Internal Communications

• HR Management

• Employment Services

• Cultural Change

• Workforce Management

• Payroll

• WHS and Workers Compensation

6. To lead and deliver strategic organisational planning for Council through policy development, key

relationship management, advocacy, information provision and customer service to achieve effective

and efficient People and Culture services.

7. To positively promote Wingecarribee and facilitate a good perception of the Shire and Council by the

community and stakeholders alike.

These objectives are achieved through Council’s CSP, Delivery and Operational Plans

Key Responsibilities:

1. Leadership and Management

• Provide innovation and inspiration in delivering change and ongoing excellence across the

organisation

• Act as a trusted advisor to the organisation, guiding and directing the employee experience

as well as the provision of human resources to the rest of the organisation now and into the

future.

• Effectively position Wingecarribee as an employer of choice.

• Participate in strategic direction, growth of the Shire and the delivery of sustainable high-

quality Council services.

• Develop, assess and implement people and culture strategies to support the Shire’s needs

and Council’s strategic direction.

• Ensure effective collaboration and communication across multiple portfolios.

• Develop strategies and responses within a complex environment to address recurring

problems and/or position the organisation to respond positively to emerging issues and trends

2. Communication, Consultation & Engagement

• Develop and implement a program of internal communications that supports Council’s

strategic directions and desired culture

• Develop and implement appropriate staff engagement and consultation methods that

support health and productive workplace outcomes

• Deliver a people and culture model that is based on strong internal collaboration and

partnering with the business units of Council to ensure they have the right people in the right

place and the right time

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3. Financial

• Develop and manage a budget that supports Council's directions, including consultation

with various work teams, accountability for expenditure and revenue, and participation in

forecasting and budget management processes.

• Meet all financial targets and commitments and manage within budget allocation.

• Look for innovative ways to lower costs or generate additional revenue.

4. Technical and Operational

• Provide proactive advice to the Executive on strategies on to sustain a positive and

contemporary organisational culture.

• Lead development of high level organisational development strategies that enables increased

capacity and ongoing sustainability by leveraging off innovative People and Culture practices,

system usage and data collection and analysis.

• Develop and implement Councils Workforce Management Plan including knowledge

management and succession planning and the EEO plan.

• Use data and key metrics to drive decision making and forecast future organisational needs.

• Implement and deliver high quality programs and systems relating to the People and Culture

Department.

• Deliver a People and Culture Department that provides specialised expertise that enables

effective operations.

• Develop and maintain an innovative and engaging Learning and Development Strategy that is

future focused and aligned to the Workforce Management Plan.

• Lead implementation of the Attraction and Retention Management Plan, Change

Management program and other key service delivery initiatives.

• Review, develop and refine Council’s suite of workplace policies to ensure that they align to

Council’s values, strategic direction and support Council as an employer of choice.

• Represent Council at meetings of the Industrial Relations Commission, employer groups, Unions

and other bodies in relation to human resources matters.

• Ensure the Departments processes and systems offer a positive employee experience of the

service provision and support positive internal customers and offer support the employees

• Build and support capacity and capability within the People and Culture Department to

administer Councils Employee Assistance program, annual Skill, Performance and Development

Review and other processes to support Council’s workforce.

• Oversee the payroll function and promote the continuous improvement of payroll function by

developing and implementing effective policies procedures and systems to remain legislatively

compliant and auditable within all awards, legislation and salary packaging.

• Implement a framework that will facilitate the effective operation in dealing with Workers

Compensation claims with a view to providing a return-to-work regime which encourages those

affected to return to work in their substantive positions.

• Lead the operation of Council’s Workers Compensation System including return to work

programs and claims management to ensure best practice.

• Demonstrate a comprehensive working knowledge of the WHS Act, Regulations and Safety

Management Systems to ensure that Council’s WHS System Model is implemented across the

People and Culture activities and promote an inclusive level of people and system

collaboration between the People and Culture, WHS and Risk Management sections

5. General

• Liaise and negotiate with Council staff and key stakeholders including government/non-

government agencies, unions and industry bodies, education providers and other

professional bodies

• Effectively communicate in a range of forums on Council’s objectives, activities and priorities

• Develop and maintain an appropriate organisation structure that satisfies Council

• Ensure human resource planning and workforce management is in line with organisational

priorities

• Ensure work practices support a respectful and values based workplace

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• Contribute to providing a culture within the organisation that ensures adherence to good

governance principles and guidelines

• Provide high level advice to senior management and Council on strategic growth and

organisational development policy and related matters

• Negotiate satisfactory outcomes for Council in complex situations

• Ensure political sensitivity to day to day and strategic matters

• Work across the organisation in a consultative and collaborative way to secure cross

divisional cooperation and collaboration

• Ensure the timely development, implementation and review of all relevant policies

• Develop systems and procedures to assist in the development of an organisation wide

approach to business solutions

• Complete and submit Council reports, business papers and correspondence to a high

quality and on time

• Monitor the quality of outcomes and implement continuous improvement

• Carryout additional tasks within your skill set as assigned by the General Manager.

Essential Criteria • Relevant degree qualifications.

• Post-graduate qualifications in a relevant field are preferred

• Sound knowledge of relevant legislation affecting employment law and Industrial Relations.

• Sound knowledge of contemporary practice in Human Resources Management.

• Extensive human resources management experience

• Demonstrated ability to negotiate and influence to achieve positive outcomes

• Demonstrated experience in the delivery of values based cultural change programs

• Demonstrated skills and experience in developing and implementing workforce strategic plans

and initiatives that support the delivery of strategic outcomes

• Current driver licence

Desirable Criteria • Post graduate degree in management

• Experience in local government

Physical Requirements The position may have some or all the following requirements:

• Keyboarding / Data Entry (repetitive)

• Sitting for lengthy periods (repetitive)

• Climbing stairs (within building)

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Capabilities

Council has adopted the Local Government Capability Framework which describes the core knowledge,

skills and abilities for a role, expressed as behaviours, and which set out the clear expectations about

performance in Council: “how we do things around here”. It builds on organisational values and creates

a common sense of purpose for all employees.

Council’s Capability Framework provides the platform for annual performance appraisal so that there is

a common basis for learning, professional development and salary progression.

Below is the full list of capabilities and the expected level of competence required for this position. The

ones in bold are the essential capabilities. The ones in italics are focus capabilities specific for this position.

The ones where the level is blank are not core capabilities but may still be important. More detailed

information is contained in your annual Personal Performance Plan.

Local Government Capability Framework

Capability Group Capability Name Level

Personal Attributes

Manage Self Advanced

Display Resilience & Adaptability Highly Advanced

Act with Integrity Highly Advanced

Demonstrate Accountability Highly Advanced

Relationships

Communicate and Engage Highly Advanced

Community and Customer Focus Highly Advanced

Work Collaboratively Highly Advanced

Influence and Negotiate Highly Advanced

Results

Plan and Prioritise Advanced

Think and Solve Problems Highly Advanced

Create and Innovate Highly Advanced

Deliver Results Highly Advanced

Resources

Finance Highly Advanced

Assets and Tools Highly Advanced

Technology and Information Advanced

Procurement and Contracts Advanced

Workforce Leadership

Manage and Develop People Highly Advanced

Inspire Direction and Purpose Highly Advanced

Optimise Workforce Contribution Highly Advanced

Lead and Manage Change Highly Advanced

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Essential and Focus Capabilities

The essential and focus capabilities for the position are those judged to be most important

at the time of recruiting to the position. They are the ones that an employee is rated on as

part of their annual Performance Assessment.


Group and Capability Expected Level

Expected Behaviours

Personal Attributes

Manage Self

Show drive and motivation, an awareness of strengths and weaknesses, and a commitment to learning.

Advanced • Demonstrates motivation to serve the community and organisation

• Initiates team activity on organisation/unit projects, issues and opportunities

• Seeks and accepts challenging assignments and other development opportunities

• Seeks feedback broadly and asks others for help with own development areas

• Translates negative feedback into an opportunity to improve

Personal Attributes

Display Resilience & Adaptability

Express own views, persevere through challenges and be flexible and willing to change

Highly Advanced

• Champions and acts as an advocate for the highest standards of ethical and professional behaviour

• Sets a tone of integrity and professionalism in the organisation and in dealings external to the organisation

• Defines, communicates and evaluates ethical practices, standards and systems and reinforces their use

• Creates a climate in which staff feel empowered to challenge and report inappropriate behaviour

• Acts promptly and visibly in response to complex ethical and people issues

Personal Attributes

Act with Integrity

Be honest, ethical and professional and prepared to speak up for what is right

Highly Advanced • Champions and acts as an advocate for the highest standards of ethical and professional behaviour





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Expected Behaviours

Personal Attributes

Demonstrate Accountability

Take responsibility for own actions, commit to safety and act in line with legislation and policy

Highly Advanced • Champions and acts as an advocate for the highest standards of ethical and professional behaviour





Relationships

Communicate and Engage

Communicate clearly and respectfully, listen, and encourage input from others

Highly Advanced • Puts forward compelling arguments of critical importance to internal and external parties

• Explains complex concepts in ways which inform, persuade and motivate staff and other diverse audiences

• Anticipates and addresses key areas of interest for diverse audiences and adapts style under pressure

• Invites, actively listens and responds respectfully to questions, comments and suggestions

Relationships

Community and Customer Focus

Commit to delivering customer and community focused services in line with strategic objectives

Highly Advanced • Creates an organisational culture which embraces high quality customer service

• Ensures that management systems, processes and practices drive service delivery outcomes

• Ensures that community and customer needs are central to strategic planning processes

• Establishes systems to set and monitor service delivery standards in line with customer and community expectations

• Ensures council services contribute to social, environmental and economic sustainability in the community/region

Relationships

Work Collaboratively

Be a respectful, inclusive and reliable team member, collaborate with others, and value diversity

Highly Advanced • Communicates the expectation of collaboration across the organisation

• Celebrates successful outcomes of collaboration across the organisation, region and sector

• Establishes systems, structures and practices to facilitate sharing and learning across the organisation, region and sector

• Develops respectful relationships with stakeholders who hold different, even directly conflicting, views

• Sets a tone of inclusiveness and an expectation that all staff respect diversity in people, experiences and backgrounds

Relationships

Influence and Negotiate

Persuade and gain commitment from others, and resolve issues and conflicts

Highly Advanced

• Credibly promotes the organisation’s position in the community, region and sector

• Builds and maintains a wide network of professional relationships outside the organisation

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Expected Behaviours

• Obtains the commitment of key stakeholders to major projects and ensures ongoing communication

• Uses understanding of decision making processes and networks to determine the organisation’s bargaining strategy

• Uses sound evidence-based arguments supported by expert opinion to influence outcomes

• Pre-empts and avoids conflict by identifying contentious issues and directing discussion towards an acceptable resolution

Results

Plan and Prioritise

Plan and organise work in line with organisational goals, and adjust to changing priorities

Advanced • Ensures business plans and priorities are in line with organisational objectives

• Uses historical context to inform business plans and mitigate risks

• Anticipates and assesses shifts in the environment and ensures contingency plans are in place

• Ensures that program risks are managed and strategies are in place to respond to variance

• Implements systems for monitoring and evaluating effective program and project management

Results

Think and Solve Problems

Think, analyse and consider the broader context to develop practical solutions

Highly Advanced • Quickly grasps unfamiliar concepts and deals comfortably with complexity

• Integrates deep knowledge and expertise of wide-ranging complex information across numerous subject areas and uses analytical reasoning to solve problems

• Critically analyses information and seeks diverse perspectives to formulate effective responses to policy issues

• Identifies and evaluates broader impacts of proposed policies and solutions Has a high level of independence to make good decisions based on available evidence, observed patterns and evaluation of risks and benefits

Results Create and Innovate Encourage and suggest new ideas and show commitment to improving services and ways of working

Highly Advanced • Models and promotes the value of initiative and continuous improvement

• Stays up to date with industry, national and global best practices and trends

• Encourages people to challenge the status quo and actively seek opportunities to improve

• Creates an organisational climate in which people feel supported to experiment to test new ideas and innovations

• Uses diversity to foster innovation and drive change

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Expected Behaviours

Results Deliver Results Achieve results through efficient use of resources and a commitment to quality outcomes

Highly Advanced • Creates a culture of achievement by setting stretch goals and high expectations for self and others

• Shares leadership responsibility and decision-making authority, where possible

• Drives organisational activity in an environment of ongoing change and uncertainty

• Identifies and removes potential hurdles to achievement of sustainable outcomes

• Completes performance goals as established in the Personal Goal Plan

Resources

Finance

Be a responsible custodian of council funds and apply processes in line with legislation and policy

Highly Advanced • Sets organisational strategies and plans with reference to key financial indicators

• Ensures that strategic decisions are made with appropriate advice from finance professionals

• Identifies the most appropriate financing and funding strategies to meet operational and capital needs

• Inspires a culture which respects the obligation to manage public monies and other resources responsibly

• Establishes effective governance to ensure the ethical and honest use of financial resources

• Actively pursues financial risk minimisation strategies, plans and outcomes

Resources Assets and Tools Use, allocate and maintain work tools appropriately and manage community assets responsibly

Highly Advanced • Engages in strategic planning to ensure the organisation’s assets support delivery of the strategic plan

• Ensures effective governance of the allocation, maintenance and investment in assets and tools

• Promotes the role of councils as custodians of community assets

• Actively pursues asset risk minimisation strategies, plans and outcomes"

Resources Technology and Information Use technology and information to maximise efficiency and effectiveness

Advanced • Implements appropriate controls to ensure compliance with information and communications security and use policies

• Implements and monitors appropriate records, information and knowledge management systems

• Seeks advice from technical experts on leveraging technology to achieve organisational outcomes

• Stays up to date with emerging technologies and considers how they might be applied in the organisation

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Expected Behaviours

Resources Procurement and Contracts Understand and apply procurement processes to ensure effective purchasing and contract performance

Advanced • Ensures that organisational policy on procurement and contract management is implemented

• Applies knowledge of procurement and contract management risks to decisions

• Ensures others understand their obligations to manage and mitigate risks in procurement

• Implements effective governance arrangements to monitor provider, supplier and contractor performance

• Represents the organisation in resolving disputes with suppliers and contractors

Workforce Leadership Manage and Develop People Engage and motivate staff, develop capability and potential in others

Highly Advanced • Creates a climate in which people across the organisation want to do their best

• Ensures the organisation engages in effective performance management, development planning and talent identification

• Drives executive capability development and ensures effective succession management practices

• Creates a climate in which senior staff value regular feedback, continuous learning and new experiences

• Ensures workforce management systems, policies and practices are inclusive of all individuals Instils a sense of urgency around addressing performance problems among leaders in the organisation

Workforce Leadership Inspire Direction and Purpose Communicate organisational goals, priorities and vision and recognise achievements

Highly Advanced • Articulates a shared vision of the organisation’s future, described in measurable terms

• Champions the organisational vision and strategy, and communicates the way forward

• Generates enthusiasm and commitment to goals and cascades understanding throughout the organisation

• Communicates the context and parameters surrounding organisational strategies

• Celebrates success and high performance and supports regular workplace activities to build a positive culture

Workforce Leadership Optimise Workforce Contribution Hire and deploy people effectively and apply sound workforce planning principles

Highly Advanced • Ensures that operating models, systems, processes and workforce structure are aligned to key organisational strategies

• Oversees the workforce management strategy to ensure the organisation is the right size and shape to deliver outcomes

• Champions the benefits of diversity and ensures hiring practices attract diverse applicants and minimize selection biases

• Ensures talent management processes are in place to inform organisational development priorities and investment decisions

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Expected Behaviours

Workforce Leadership Lead and Manage Change Initiate, support and champion change, assist others to accept and engage with change

Highly Advanced • Communicates a compelling case for change and articulates vision, objectives and benefits for different audiences

• Analyses the change context to develop the right change approach for the organisation, community and region

• Ensures regular communication throughout the change effort to build awareness, understanding, support and commitment

• Ensures organisational structures, systems, processes and leadership are aligned to support and embed changes

• Anticipates, plans for and addresses cultural barriers to change

Executive Manager People and Culture

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